decision making

This whitepaper outlines a way for organizations to build a modern framework for managing distributed teams that overcomes the structural challenges of working across far-flung locations, and ensures projects come in as expected—on time, on budget and on target with business goals. This framework reuses your existing development infrastructure to restore visibility and empowered decision making within your globally distributed software development projects.

In the construction industry, as in business generally, risk management involves identifying risks, assessing them and then developing strategies to manage them. Organizations that manage risk well enjoy financial savings, greater productivity and service quality, improved success rates of new projects and better decision making. It is clear that, in today's complex business environment, risk factors are wide reaching, and are intrinsically linked to achieving organizational objectives.

Despite a number of compelling reasons to move away from annual plans and budgets, many CFOs are reluctant to make the change. They fail to recognize that there are alternative (and less dysfunctional) ways of driving performance improvement and making managers accountable for performance. CFOs need to implement systems that provide managers at every level with the capability to make fast, well-informed decisions. They need to replace annual planning cycles with more regular business reviews that enable managers to see trends, patterns, and "breaks in the curve" long before the competition.

The creative process is accelerating to keep pace with visual trends. This increases the need for authentic photography, while leaving little time for custom shoots. Businesses need a tool that allows them to create unique and authentic experiences quickly and within budget.
Read Adobe’s new guide, From Cliché to Mission Critical, to find out how you can:
• Find attention-grabbing images in a visually cluttered marketplace.
• Remove distractions from the creative decision making process.
• Ensure your brand makes the right impact.

People are the most important
part of your organization.
Understanding what they do,
how they do it, and even why
they do it, provides invaluable
insights for optimizing your
processes, department, or
entire organization.
And as a business leader, in many ways
you’ve never had it so good. There’s more
people data available than ever before,
and you’ve got the opportunity to put it
to work through data-driven initiatives
like changes to workforce demographics,
employee retention, or benefits allocations.
And most important, you have a chance to
fuel business decision-making with smart
workforce insights.
Once you’ve learned how to turn your
people data into real business value, you’ll
create more visibility within your business,
and everyone will see that the rewards of
HR analytics are worth the effort. It’s time
to take the opportunity to prove the value
of data-driven HR. No more darkness.
Otherwise, the only journey ahead is into
some challenging pitfalls. We’ve identified
five of t

There is a great misconception that the purpose of attribution modelling is to arrive at a singular, concrete truth; however, the reality is much more nuanced. Attribution modeling is actually an ongoing process of improving how we measure marketing’s impact in order to improve our decision making over time.
There are a number of attribution principles that still confuse marketers:
Why is attribution a process and not an end state?
Why is making small steps forward really better than doing nothing?
Why does the perfect attribution model not exist?
What makes attribution an ROI investment and not a cost center?
With the many attribution myths, challenges, and philosophies in mind, AdRoll and Econsultancy have partnered for a second year in a row to produce The State of Marketing Attribution 2017. This time around we’ve broaden our focus beyond Europe to include content that also covers North America and Asia-Pacific.

There is a great misconception that the purpose of attribution modelling is to arrive at a singular, concrete truth; however, the reality is much more nuanced. Attribution modeling is actually an ongoing process of improving how we measure marketing’s impact in order to improve our decision making over time.
There are a number of attribution principles that still confuse marketers:
• Why is attribution a process and not an end state?
• Why is making small steps forward really better than doing nothing?
• Why does the perfect attribution model not exist?
• What makes attribution an ROI investment and not a cost center?
With the many attribution myths, challenges, and philosophies in mind, AdRoll and Econsultancy have partnered for a second year in a row to produce The State of Marketing Attribution 2017. This time around we’ve broaden our focus beyond Europe to include content that also covers North America and Asia-Pacific.
This report goes in-depth on the current adoption levels of marketing attribution, the confidence in its usage, and the effectiveness of companies’ attribution methods worldwide. You will gain a better grasp on the required skills to succeed at attribution.

How Lowe’s, a Fortune 50 retailer, transformed into a omnichannel commercial success with digital performance management. In this case study, learn how Lowe’s transformed into a performance culture and delivered:
Over USD$1 billion in eCommerce sales driven with growth in traffic and conversion
Slashed average page load speed by half
Correlated site performance with sales impact using predictive analytics
Established data-driven decision making for increased customer focus and revenue

How Lowe’s, a Fortune 50 retailer, transformed into a omnichannel commercial success with digital performance management. In this case study, learn how Lowe’s transformed into a performance culture and delivered:
Over USD$1 billion in eCommerce sales driven with growth in traffic and conversion
Slashed average page load speed by half
Correlated site performance with sales impact using predictive analytics
Established data-driven decision making for increased customer focus and revenue

How Lowe’s, a Fortune 50 retailer, transformed into a omnichannel commercial success with digital performance management. In this case study, learn how Lowe’s transformed into a performance culture and delivered:
Over USD$1 billion in eCommerce sales driven with growth in traffic and conversion
Slashed average page load speed by half
Correlated site performance with sales impact using predictive analytics
Established data-driven decision making for increased customer focus and revenue

Data Analytics has become critical for many business decision makers. However, many of these managers and data analysts still rely on spreadsheets and other legacy-era tools that fall far short of current needs. As a result, they also rely heavily on a virtual army of data specialists and scientists, working under the auspices of a centralized analytics group, to prepare, blend, analyze, and even report on the critical data they need for decision making.
Download this new paper to get the details behind self-service data analytics, and how it lets business analysts:
Take charge of the entire analytical process, instead of relying on other departments
Overcome limitations of legacy tools to save time and prevent errors
Make more comprehensive and insightful business decisions at speed

In order to improve competitive advantage, decision making, and operational efficiencies, many of today’s leading organizations are creating an Office of the Chief Data Officer. According to Gartner, “90 percent of large companies will have a CDO role by the end of 2019”.

Organizations that want to apply consistent data management, governance and security practices across their organization can learn a lot from Ford Motor Company. Data-driven decision making led Ford Motor Company to perfect the vehicle assembly line in 1913. A century later, Ford had more than 4,600 data sources, and a wide range of analytical tools, methods, and processes in use throughout the company, and needed a more strategic approach to decision-making.

Amazon Redshift Spectrum—a single service that can be used in conjunction with other Amazon services and products, as well as external tools—is revolutionizing the way data is stored and queried, allowing for more complex analyses and better decision making.
Spectrum allows users to query very large datasets on S3 without having to load them into Amazon Redshift. This helps address the Scalability Dilemma—with Spectrum, data storage can keep growing on S3 and still be processed. By utilizing its own compute power and memory, Spectrum handles the hard work that would normally be done by Amazon Redshift. With this service, users can now scale to accommodate larger amounts of data than the cluster would have been capable of processing with its own resources.

FP&A is a crucial component of the CFO’s job, but it is often frustratingly ineffective. As a result, many organisations use the data produced by finance only for compliance; their strategic decision making remains uninfluenced by it. However, the emergence of
sophisticated software solutions has created new opportunities
for CFOs to turn FP&A into the strategic exercise it ought to be.

Financial planning and analysis (FP&A) professionals have witnessed evolutionary changes in budgeting, planning, forecasting, and analysis processes. Through innovative advancements in technology and the application of big data within these processes, the FP&A function is empowered to transform into a strategic business partner.
In “The Rise and Rise of FP&A,” a paper written by FSN and sponsored by Anaplan, you will learn about:
-The evolution of the FP&A function
-How FP&A teams harness big data and close the talent gap
-Why FP&A can become a top contributor to forward-focused decision-making

Financial planning and analysis (FP&A) professionals have witnessed evolutionary changes in budgeting, planning, forecasting, and analysis processes. Through innovative advancements in technology and the application of big data within these processes, the FP&A function is empowered to transform into a strategic business partner.
In “The Rise and Rise of FP&A,” a paper written by FSN and sponsored by Anaplan, you will learn about:
-The evolution of the FP&A function
-How FP&A teams harness big data and close the talent gap
-Why FP&A can become a top contributor to forward-focused decision-making

Financial planning and analysis (FP&A) professionals have witnessed evolutionary changes in budgeting, planning, forecasting, and analysis processes. Through innovative advancements in technology and the application of big data within these processes, the FP&A function is empowered to transform into a strategic business partner.
In “The Rise and Rise of FP&A,” a paper written by FSN and sponsored by Anaplan, you will learn about:
• The evolution of the FP&A function
• How FP&A teams harness big data and close the talent gap
• Why FP&A can become a top contributor to forward-focused decision-making

Financial planning and analysis (FP&A) professionals have witnessed evolutionary changes in budgeting, planning, forecasting, and analysis processes. Through innovative advancements in technology and the application of big data within these processes, the FP&A function is empowered to transform into a strategic business partner.
In “The Rise and Rise of FP&A,” a paper written by FSN and sponsored by Anaplan, you will learn about:
• The evolution of the FP&A function
• How FP&A teams harness big data and close the talent gap
• Why FP&A can become a top contributor to forward-focused decision-making

Financial planning and analysis (FP&A) professionals have witnessed evolutionary changes in budgeting, planning, forecasting, and analysis processes. Through innovative advancements in technology and the application of big data within these processes, the FP&A function is empowered to transform into a strategic business partner.
In “The Rise and Rise of FP&A,” a paper written by FSN and sponsored by Anaplan, you will learn about:
• The evolution of the FP&A function
• How FP&A teams harness big data and close the talent gap
• Why FP&A can become a top contributor to forward-focused decision-making

IDC’s recent survey of enterprise IT and DevOps decision makers around the world finds they specifically note the need for insight into application performance status when making and managing these migration decisions

This whitepaper will help organizations understand how driver based planning and control activities can be transformed into the proactive management function that add greater value through faster decision making.

When evaluating the pros and cons of DSL and cable modem Internet access, enterprises should factor speed, cost, installation, consistency and security into the decision-making process. While the right access choice is a function of location, availability and service offerings, DSL is often the better option for remote workers, satellite offices and traveling employees.

Amazon Redshift Spectrum—a single service that can be used in conjunction with other Amazon services and products, as well as external tools—is revolutionizing the way data is stored and queried, allowing for more complex analyses and better decision making.
Spectrum allows users to query very large datasets on S3 without having to load them into Amazon Redshift. This helps address the Scalability Dilemma—with Spectrum, data storage can keep growing on S3 and still be processed. By utilizing its own compute power and memory, Spectrum handles the hard work that would normally be done by Amazon Redshift. With this service, users can now scale to accommodate larger amounts of data than the cluster would have been capable of processing with its own resources.